Microsoft Advertising Connects The Screens

Multi-screen adoption of digital technology and devices has created a challenge for advertising to deliver relevant, targeted messages. The more connected the consumer, the greater expectation for bigger ideas. A study released Thursday by Microsoft Advertising gives advertisers insight into how a multi-screen strategy can build awareness, generate consideration and encourage purchases.

Younger multi-screen consumers and online gamers -- the most active segments -- are satisfied with today's connected experiences, but they expect substantial improvements in media, advertising and engagement in the future.

Marketers and agencies that attempt to improve this experience will need to find ways to integrate data and track attribution, according to Alison Engel, senior marketing director, Microsoft Advertising. "People may start their day on one device and end it on another," she says. "The computer and the smartphone offer the one-two punch. And as smartphone functions improve, you'll see more convergence in the future."

Sixty-nine percent of consumers who use multiple screens believe being able to access similar media and advertising across screens makes it more useful, and the media experience more relevant and informative. The research study suggests that the computer remains the primary vehicle for learning about brands, products, and services at 88%; followed by TV at 32%; smartphones, 36%; and gaming consoles, 11%. Sixty-five percent of consumers rely on smartphones to make buying decisions when away from home. They use the handset to make decisions about restaurants, theaters, and entertainment.

Multi-screen consumers think more favorably of content providers that deliver similar content across multiple media devices, and 62% of these consumers and nearly 75% of younger consumers admit that a consistent experience generates positive feelings about the provider.

Compared with 35- to-64-year-olds, 18- to-34-year-olds are more likely to find ads fun to watch -- like ads on their computer, smartphone, and gaming console -- and believe ads are more meaningful and relevant across all screens.

In fact, younger age groups find ads fun to watch on a computer, at 36% vs. 22%; smartphone, at 32% vs. 16%; and gaming consoles, at 36% vs. 14%, respectively. This age group also likes ads on their computer -- 33% vs. 19%; smartphone, 29% vs. 13%; and gaming console, 32% vs. 11%, respectively -- and believes ads are more meaningful and relevant across all screens: computer, 40% vs. 25%; TV, 52% vs. 40%; smartphone, 30% vs. 14%; and gaming console, 34% vs. 12%, respectively.

Microsoft Advertising conducted research to understand how consumers use multiple platforms and their attitudes toward devices and capabilities that drive media and advertising. The study, conducted in partnership with Wunderman (a WPP company), aims to teach advertisers about the opportunities to engage audiences with the correct tone and message in the perfect environment. It surveyed 1,200 people ages 18-64 across the U.S. in the spring of 2010 who consume media through TVs, computers, smartphones, and video game consoles.

Paid-Search Advertising Becoming Ticket For Small Business

Small businesses in jewelry, loans, mortgages and recruitment services significantly increased spending for search engine marketing and advertising in Q2 2010.

Loan companies spent 25% more sequentially in the second quarter, followed by mortgage companies at 23.9%; jobs and recruitment, 14%; and travel, 8%, according to the State of Small Business Online Advertising Q2 2010 report released this week.

The average small business supported by Irvine, Calif.-based WebVisible spent on average $2,231 -- up 160% compared with the year-ago quarter, but just 1% sequentially.

Another sign that the medium continues to build momentum: 43% of all clicks resulted in a Web conversion in the second quarter of 2010, up 39% from the year-ago quarter, and 22% sequentially. This tells WebVisible that consumers want information about local businesses, says WebVisible CEO Kirstin Mangers.

Mangers doesn't see the uptick as an indicator that small businesses believe they must advertise online, but rather a signal that the economy slowly continues to turn around as more jobs become available and consumer confidence levels start to rise.

Click-through rates (CTR) in the second quarter of 2010 on all engines improved year-on-year, but Google and Bing declined sequentially. Google CTRs rose 28%; Yahoo 46%, and Bing 15% in the quarter, compared with the prior year. Google and Bing declined slightly, sequentially, from the first quarter of 2010, with Google's CTR declining to 4.4%; and Bing 6.6%. Yahoo's CTR improved by 35%, compared with the prior quarter.

The average keyword count per advertiser also continued to increase for WebVisible's small business advertisers in the first quarter of 2010. Keyword inventories consisted of an average of 75 root keywords, compared with individual bids with geographic modifiers in Q2 2010 -- a 39% increase over Q2 2009, according to the report.

Paid-search share shifted toward Yahoo in Q2, as WebVisible's platform looks for the best-quality traffic at the lowest price. "This would suggest we're getting higher conversion rates and lower CPCs to buy traffic more effectively," Mangers says. "The same thing is applicable in the U.K. Yahoo's less noisy than Google for local companies. It's easy to be seen and easier to compete at a lower rate, so it's converting higher."

Market share shifted a bit in the second quarter of 2010. Advertisers spent 15% more on Yahoo in the second quarter compared with the prior quarter, gaining 4.1 percentage points in share -- and 23.5%, gaining 5.7 percentage points in share, compared with Q2 in the prior year.

Google lost 2 percentage points in share in the second quarter of 2010 sequentially, to 3.4% share, but year-on-year declined 5 percentage points to 6.8%. Bing's share of spending dropped 5% from Q1 2010, and 6.8% from Q2 2009, according to the report.

By Laurie Sullivan

Google premieres click-to-call mobile ads

Google recently announced that beginning in January 2010 they will be showing location targeted business phone numbers and addresses in Mobile Ads that are viewed on high end smartphones. This new feature will allow people searching from their mobile device to click-to-call businesses just as easily as they click to visit websites.

This is an exciting development for pay-per-click (PPC) advertising because these click-to-call actions are extremely relevant leads and should be frequently converted into customers. When searches are performed on high-end mobile devices with full HTML browsers (iPhones, Android, Palm WebOS), Google AdWords will communicate with the user’s mobile GPS to determine geographic location of the search. With this information, Google is able to show the phone numbers and business addresses for the closest advertisers which will appear in a fifth line of ad text. This is an extremely convenient development for people who use the mobile browsing capabilities on their phones.

This is not only exciting for potential customers, but for advertisers as well. Advertisers will be charged the exact same way they are charged for clicks to their website and will not incur additional charges for receiving a call from a click. Who doesn’t want more highly targeted, relevant traffic for the same price, right?

In order to make Google AdWords Mobile Ads appear with a location-specific click-to-call phone number, advertisers need to make sure their Google AdWords Campaigns are targeting all mobile devices with full HTML browsers. Phone numbers and business addresses must also be added in the locations section of the Campaign settings.

To learn more about implementing click-to-call Google AdWords Mobile Ads, contact a qualified PPC Management Company.

AOL, Unique Vacations Sue Each Other In Search Marketing Contract Dispute

A $1.2 million dispute between AOL and Unique Vacations about online marketing services has landed in federal court, with both sides alleging that the other broke the contract.

AOL quietly filed suit in August against Unique Vacations, representative of Sandals and Beaches resorts, alleging that the company recently stopped paying bills for Web marketing management services. Unique Vacations countersued for fraud, breach of contract and other claims.

Last month, U.S. District Court Judge Harvey Bartle III in Delaware ruled that Unique Vacations could proceed with its allegations that AOL broke its search marketing services agreement, but not on the fraud claims.

Unique Vacations tapped AOL for online ad services -- including search marketing management -- in 2006, according to the legal papers. Initially, the vacation company agreed to pay a search management fee of 12% of the total amount it paid for clicks. In 2008, Unique Vacations paid $3.7 million for search ads, including around $387,000 paid to AOL for search management services, according to the legal documents.

In late 2008 -- as the economy was reeling -- AOL agreed to slice its fee to 7% for six months, according to the court papers.

Nonetheless, AOL alleges that Unique Vacations stopped paying its invoices in the beginning of 2009.

The companies canceled their search marketing contracts last June, following which AOL filed suit against Unique Vacations to recover around $1,180,000 in unpaid invoices dating back to January of 2009. That figure included the pay-per-click charges as well as AOL's 7% fee.

Unique Vacations countersued for fraud, negligent misrepresentation, breach of contract and breach of good faith and fair dealing. The company alleged that it learned in August of 2008 that AOL "had never provided the search engine management services it had promised." Specifically, the resort company said in its court papers that Platform A did not remove "non-performing" keywords.

"An examination of the one-year history of the non-performing keywords showed that 90% of the keywords generated either no revenue at all or less than 10% of the amount spent by Unique Vacations," the company alleged.

"Despite the non-performance of these keywords, Platform A had continued to maintain these keywords and charge Unique Vacations for clicks on these keywords," Unique Vacations continued. "Remarkably, the audit did not reveal that even one non-performing keyword had ever been removed by Platform A, as should have been the case if Platform-A was properly managing and optimizing the keywords."

AOL asked the court to dismiss all of Unique Vacations' counterclaims. Bartle dismissed the fraud and misrepresentation charges, but said that Unique Vacations could proceed with its breach of contract and breach of good faith claims. He ruled that Unique Vacations' allegations are "sufficient to demonstrate that these claims are 'facially plausible.'"

An AOL spokesperson said Unique Vacations' counterclaim was without merit. "We're confident of our performance under the contract," the spokesperson said.

Search, but You May Not Find

AS we become increasingly dependent on the Internet, we need to be increasingly concerned about how it is regulated. The Federal Communications Commission has proposed “network neutrality” rules, which would prohibit Internet service providers from discriminating against or charging premiums for certain services or applications on the Web. The commission is correct that ensuring equal access to the infrastructure of the Internet is vital, but it errs in directing its regulations only at service providers like AT&T and Comcast.

Today, search engines like Google, Yahoo and Microsoft’s new Bing have become the Internet’s gatekeepers, and the crucial role they play in directing users to Web sites means they are now as essential a component of its infrastructure as the physical network itself. The F.C.C. needs to look beyond network neutrality and include “search neutrality”: the principle that search engines should have no editorial policies other than that their results be comprehensive, impartial and based solely on relevance.

The need for search neutrality is particularly pressing because so much market power lies in the hands of one company: Google. With 71 percent of the United States search market (and 90 percent in Britain), Google’s dominance of both search and search advertising gives it overwhelming control. Google’s revenues exceeded $21 billion last year, but this pales next to the hundreds of billions of dollars of other companies’ revenues that Google controls indirectly through its search results and sponsored links.

One way that Google exploits this control is by imposing covert “penalties” that can strike legitimate and useful Web sites, removing them entirely from its search results or placing them so far down the rankings that they will in all likelihood never be found. For three years, my company’s vertical search and price-comparison site, Foundem, was effectively “disappeared” from the Internet in this way.

Another way that Google exploits its control is through preferential placement. With the introduction in 2007 of what it calls “universal search,” Google began promoting its own services at or near the top of its search results, bypassing the algorithms it uses to rank the services of others. Google now favors its own price-comparison results for product queries, its own map results for geographic queries, its own news results for topical queries, and its own YouTube results for video queries. And Google’s stated plans for universal search make it clear that this is only the beginning.

Because of its domination of the global search market and ability to penalize competitors while placing its own services at the top of its search results, Google has a virtually unassailable competitive advantage. And Google can deploy this advantage well beyond the confines of search to any service it chooses. Wherever it does so, incumbents are toppled, new entrants are suppressed and innovation is imperiled.

Google’s treatment of Foundem stifled our growth and constrained the development of our innovative search technology. The preferential placement of Google Maps helped it unseat MapQuest from its position as America’s leading online mapping service virtually overnight. The share price of TomTom, a maker of navigation systems, has fallen by some 40 percent in the weeks since the announcement of Google’s free turn-by-turn satellite navigation service. And RightMove, Britain’s leading real-estate portal, lost 10 percent of its market value this month on the mere rumor that Google planned a real-estate search service here.

Without search neutrality rules to constrain Google’s competitive advantage, we may be heading toward a bleakly uniform world of Google Everything — Google Travel, Google Finance, Google Insurance, Google Real Estate, Google Telecoms and, of course, Google Books.

Some will argue that Google is itself so innovative that we needn’t worry. But the company isn’t as innovative as it is regularly given credit for. Google Maps, Google Earth, Google Groups, Google Docs, Google Analytics, Android and many other Google products are all based on technology that Google has acquired rather than invented.

Even AdWords and AdSense, the phenomenally efficient economic engines behind Google’s meteoric success, are essentially borrowed inventions: Google acquired AdSense by purchasing Applied Semantics in 2003; and AdWords, though developed by Google, is used under license from its inventors, Overture.

Google was quick to recognize the threat to openness and innovation posed by the market power of Internet service providers, and has long been a leading proponent of net neutrality. But it now faces a difficult choice. Will it embrace search neutrality as the logical extension to net neutrality that truly protects equal access to the Internet? Or will it try to argue that discriminatory market power is somehow dangerous in the hands of a cable or telecommunications company but harmless in the hands of an overwhelmingly dominant search engine?

The F.C.C. is now inviting public comment on its proposed network neutrality rules, so there is still time to persuade the commission to expand the scope of the regulations. In particular, it should ensure that the principles of transparency and nondiscrimination apply to search engines as well as to service providers. The alternative is an Internet in which innovation can be squashed at will by an all-powerful search engine.

Adam Raff is a co-founder of Foundem, an Internet technology firm.

PPC Campaign Scares Up Big Profits

Holiday sales might have been slow for Halloween Express if not for pay-per-click advertising. Brad Butler, the company's chief operating officer, has his hand in several businesses -- from awards to wine -- and he plans to spend about $1 million this year and get more than every penny back on the investment.

Halloween Express is online, and also has 250 seasonal retail stores. September and October are the peak period -- he spends more than 90% of his Google AdWords budget during these two months.

Butler taught himself how to use AdWords. He dedicates about 35% of the overall marketing budget to AdWords, and attributes about 20% of site traffic to the campaigns. Managing about 5,000 keywords helps him to differentiate the business from larger advertisers and capture every relevant costume query possible including sexy, adult and even plus size and religious -- words that big-box retailers might avoid.

"We also use negative keywords to filter out the pornography, so we don't get all the perverts coming to our site wasting our money," Butler says.

Butler merely bids on popular terms that consumers search on -- no slang or offensive language. He takes the search terms directly from the various search engine databases and cross-links them against the items they have in their database. The objective with any of these PPC campaigns is to bring people who are looking for items that Halloween Express sells to the site.

Without paid search, small businesses are hard-pressed to compete against the likes of Wal-Mart and Target, according to Butler. AdWords, along with search engine optimization techniques, puts small businesses in the game. They can't afford to buy television, radio and print, but they can afford an AdWords campaign because the company sets the parameters, limits and modifies on the fly. "If you don't see performance, you turn it off," he says. "It's as close to a sure thing in the advertising world as you're going to find."

During a typical Halloween season, about 40% of sales come from PPC campaigns, with more than 100% return. Butler never loses money on the campaigns. This year, he will have spent nearly $1 million on paid-search campaigns. Granted, Butler has been at it since 2004.

There are challenges. Butler warns people who want to use paid search to be sure to understand how it works. Test the campaign. "In the beginning, I put a high cap on the campaign, and before I knew it, I was losing money," he says. "I monitor it day and night because -- bam, you need to make sure you don't spend $10,000 on a campaign you don't need."

If people don't know what they are doing they can lose their shirts, "big time," he says. AdWords doesn't necessarily outperform in paid-search conversion rates. Butler also runs paid-search campaigns on Yahoo and Microsoft; they just don't get the traffic that Google does. Butler's budget for Yahoo in October was $50,000, but he spent about $25,000. Both Yahoo and Microsoft lack in support for pay-per-click campaigns -- one reason that he puts more of the ad budget toward Google.

The PPC campaigns run year-round, but they are refined and adjusted.

by Laurie Sullivan

Online News May Soon Cost Money

58 Percent Of Newspapers Surveyed Considering Fees
BY: MICHAEL LIEDTKE, AP Business Writer

SAN FRANCISCO -- With their advertising revenue drying up, newspaper publishers spent much of the spring and summer debating whether to cut off free online access to some of the material they run in their shrinking print editions.

It looks like the talk will turn to action this fall, when some large newspapers are expected to put up Internet toll booths.

They'll be testing readers' willingness to pay for information and entertainment that mostly has been given away online for the past 15 years. That happened largely because most publishers could afford to subsidize their Web sites with profits from their print franchises. But now those profits have crumbled, just as the prices for online ads are tumbling, too.

A recent study by the American Press Institute found 58 percent of the responding newspapers are considering online fees. Of that group, 22 percent expect to introduce the fee before the end of the year. The findings drew upon 118 interviews of newspaper executives in the U.S. and Canada.

The free-to-fee transition likely will occur in tentative steps rather than bold leaps that would lock all online content behind a pay gate. Publishers are taking this cautious approach because they are still trying to devise online payment plans that will generate more revenue without alienating too many of their readers.

For instance, the Pittsburgh Post-Gazette, a newspaper with a weekday circulation of about 206,500, recently launched a Web site that includes coverage and commentary on sports, politics and entertainment that isn't in its printed product or free online edition. The service costs $36 annually or $3.99 per month.

Other newspapers that have talked up subscription plans remain reticent. Newsday of Long Island, N.Y., still hasn't rolled out fees for its Web site, even though the newspaper's owner, Cablevision Systems Corp., said it was going to do so this summer. Newsday spokesman Paul Fleishman declined to comment.

The conundrum facing publishers: It's hard to figure out how much, if anything, readers will be willing to pay. Internet search engines and digital communication tools such as Twitter and Facebook ensure people still will be able to find and share plenty of free content.

But running totally free sites hasn't been paying off for most newspapers. Even before the online market began to slump this year, Web ads were generating only a small fraction of the revenue that print ads do. The disparity has made publishers realize they need more ways to make money on the Internet, but few of them have been able to figure out how.

"This is like a four-dimensional chess game. It's really complex," said former newspaper editor Alan Mutter, who is now an industry consultant when he isn't writing "Reflections of a Newsosaur," a free blog.

The Associated Press also has been part of the online fee movement. The not-for-profit cooperative, which is owned by newspapers, is setting up a system that will track the usage of its stories. It's a crucial piece of a plan that could improve the AP's ability to run ads next to news stories and perhaps even lead the AP to charge readers to see major scoops or other "premium" content.

"The value of content has to rise," said Tom Curley, the AP's chief executive. "We are all looking how to make that happen."

Even as newspapers mull just how much to commit to charging readers, a competition is already brewing to provide the technology to enable it.

Four of the world's largest technology companies -- Google Inc., Microsoft Corp., IBM Corp. and Oracle Corp. -- have expressed an interest in developing an online payment system for publishers. Mutter also has been promoting his own approach to Internet fees, a concept he calls ViewPass.

Separately, more than 1,000 newspapers and magazines have signed nonbinding letters of intent to join an Internet fee system being assembled by Journalism Online LLC. It intends to begin collecting money on behalf of publishers before winter.

Backed by former leaders from Court TV and The Wall Street Journal, Journalism Online wants to run the cash register for a digital news smorgasbord. Readers will be able to buy stories from a wide range of participating publishers without having to repeatedly provide their credit card numbers and other personal information at each Web site. The content would be distributed on the Web and electronic reading devices, with each publisher dictating its own terms. As a commission, Journalism Online plans to keep 20 percent of the revenue collected through its system.

Although he isn't jumping on board with Journalism Online, News Corp. Chairman Rupert Murdoch is sold on online fees.

News Corp. already owns the newspaper industry's most successful Internet subscription model in The Wall Street Journal, with more than 1 million customers who pay for online access. The annual rates vary from $103 for an online-only subscription to $140 for a package that includes delivery of the print edition too. Now, Murdoch hopes to make online fees pay off for his other publications, which include the New York Post and The Times of London. Murdoch hasn't provided a timeline or specifics about his plans, however.

The New York Times is considering charging online readers a membership fee, with more details promised in the fall. It's a road the newspaper has been down before, only to reverse course after management concluded that the online subscription it required to read the Times' top columnists was crimping its Internet ad sales. The subscription service, which cost $50 per year, was scrapped in 2007 after a two-year run. It had 221,000 customers when the Times tore down the toll booth.

These days, the printed versions of newspapers are suffering so much that publishers appear determined to find a way to get readers on the Internet and mobile devices to pay something, even if it's just a few bucks per month. The question is mainly which publisher will jump off the sidelines first.

"There's still a lot of 'wait-and-see' attitudes out there," said Randy Bennett, senior vice president of business development for the Newspaper Association of America. "I think a lot of publishers would like to see some empirical evidence of what happens to other publishers who dip their toes into the water."

In a worst-case scenario, imposing online fees would drive away so much of a newspaper's Web audience that publishers would lose more in Internet ad sales than they would gain in new revenue.

In a best-case scenario, newspapers charging their online readers would still retain enough of the audience for their Web sites to remain attractive marketing channels. What may be even more important, the fees might make readers more willing to pay for the print editions if the same content isn't on the Web for free, especially if print subscriptions include free or discounted Web access.

Preserving the value of their print franchises is one of the main reasons for publishers to charge for Web access. That's because newspapers still get most of their money from print ads, which accounted for $35 billion of the industry's revenue last year. Newspaper print ads are on pace to fall below $30 billion this year.

Online ads, in contrast, contributed just $3.1 billion in revenue last year. And while that category had been growing until this year, it wasn't fast enough to offset the erosion in print ads. From 2005 through 2008, the industry's annual revenue from print ads dropped by $12.7 billion. Meanwhile, newspapers' annual revenue from online ads increased by just $1 billion.

Journalism Online's co-founder, Steven Brill, believes newspapers can still hold on to most of their online readership by charging for only their best work -- information, images and audio unlikely to be found anywhere else on the Web. This presumes publishers will be able to prevent the content from being copied and pasted or even just summarized at other sites, a potentially daunting task.

Some publishers still have no intention to charge for online access because they have concluded online fees are bound to backfire on the newspaper Web sites that adopt them, Mutter said. The American Press Institute study found 44 percent of the respondents don't think Internet fees will provide a significant lift to newspapers' future revenue.

"The guys who hold off (on Internet fees)," Mutter said, "could get a have a huge windfall in new traffic."

Engaged Online Viewers Receptive to Advertising

According to a new study "Watching The Web: How Online Video Engages Audiences" conducted by Forrester Consulting for Veoh Networks, , not all online video viewers are equal when it comes to advertising. While some online video viewers still only "snack" on short clips, there exists a large audience of young, influential, engaged viewers who watch a great deal of long-form online video and pay attention to the brand messages delivered to them in online video environments.

The study found that Engaged Viewers (viewers who watch more than an hour of online video a week) make up nearly 40% of all online video viewers and watch nearly 75% of all online video. Of these Engaged Viewers, those who spend the most time consuming and sharing long-form content:

• Are more likely to watch videos all the way through
• Pay more attention to online video more than they do TV
• Interact with and rate the videos they watch more frequently
• Are twice as likely to recall in-video ads and post-rolls than non-Engaged Viewers
• Agree more readily that advertising is fair and helps pay for their free experience
• Consider banner ads and ads that come in between videos (mid-rolls) most effective

Steve Mitgang, CEO of Veoh Networks, opines "...online video viewing... will create many new opportunities for content providers and advertisers... advertisers (should) re-think their approaches to marketing... to captivate these valuable viewers as they drive online video into a mainstream entertainment medium."

The study found that online video viewing For Engaged Viewers is not a fad but rather a growing consumer habit:

• 61% of Engaged Viewers expect to spend significantly more time watching online video
• 13- to 24-year-olds make up only 15% of the online population, but represent more than
• 35% of Engaged online video viewers
• Engaged Viewers watch an average of 6 kinds of video content, from animation to TV shows to movie trailers, during the course of a month

The study further segmented Engaged Viewers into three sub-groups based on time spent watching video, types of videos watched, comfort level managing the video viewing experience, propensity to share videos, and amount of attention paid to online video compared to TV:

• Watchers, those who spend just over an hour watching video each week and don't engage the experience deeply by controlling playback or sharing videos
• Controllers, those younger viewers take an active role in controlling their video experiences and feel that online video is important to their lives
• Connectors, though just 7% of online viewers, consume 20% of all online video and do 42% of all online video sharing

The most desirable viewers - Connectors and Controllers - watch long-form video more often than Watchers do, so sites that offer a great deal of long-form video are the ideal places to reach them. Long-form video sites not only attract these viewers, but they also foster an environment that secures more viewer attention and engagement with advertising. Connectors are significantly more likely to notice brands and feel ads are useful when presented with products they are interested in.

As online video viewing matures, advertisers can take advantage of the unique opportunity to reach valuable Engaged Viewers by considering these findings, concludes the report:

• Engaged video viewers are more open to enjoying the advertising they watch giving marketers an opportunity to create ads that are as entertaining as the video clips they are paired with.
• Engaged video viewers are more involved in every aspect of the viewing experience, including the advertising.
• Engaged viewers respond to ad formats that don't intrude unfairly. Their preference for banner ads supports this. But banner ads can be supported by a comprehensive ad experience
• As more viewers spend more than an hour a week viewing online video, advertisers can match ads to viewers with long-form content, where the choice of programming defines the viewer

Internet Marketing Company Lazword.com Inc. Celebrates 10th Year in Business

New Jersey based Internet Marketing and Website development services company, Lazworld.com Inc, celebrates its 10th year in business. As one of the oldest internet marketing companies online, the company provides consulting and management services that define, develop, improve, expand, and manage an entire online presence for small-to-medium-size businesses in any industry.

Belmar, NJ (PRWEB) July 21, 2008 -- Internet marketing and website development company, Lazworld.com Inc., is celebrating 10 years of business. Lazworld, one of the oldest internet marketing companies online is a cutting edge internet marketing company with a focus on providing custom internet marketing programs. The company provides consulting and management services for small-to-medium-size businesses in any industry that define, develop, improve, expand, and manage an entire online presence

Internet Marketing Company Lazword.com Inc. Celebrates 10th Year in Business
Since the relationship between internet marketing and website development is very important our product and service offerings reflect and balance the marketing-design relationship.
Lazworld.com founder, David Lazar, gives credit for the company's success back to those who have helped it develop from its conception. "We would like to thank our customers and business partners for contributing to the achievements of this milestone," Lazar said. "On the marketing side, we remain committed to using our internet marketing programs/services, with consulting to generate the best possible results for our clients. On the development side, we strive to re-design and build custom websites that work beyond our customers' expectations. Our extensive history, training, and focused methodologies coupled with our drive to provide customers with superior internet marketing results, has paid off".

Lazworld is one of the first one-hundred companies ever certified as a Google Advertising Professional; Lazworld is a certified Yahoo and MSN/Microsoft advertising partner, and a member of SEMPO.org. Lazworld has published one of the most comprehensive internet marketing glossaries online at Internet Marketing Glossary. The company was one of the first to provide internet marketing consulting and management services, first to leverage micro/mini websites to expand an internet marketing strategy, and has had a positive track record of creating internet marketing strategies that use ethical best practice methodologies and keep its customers ahead of competitors.

In 10 years, the service offerings have remained constant always focusing on Internet Marketing and website development. "Since the relationship between internet marketing and website development is very important our product and service offerings reflect and balance the marketing-design relationship." Lazar said "We know that if a website does not work, it can be changed and tested or re-designed and tested until it does work."

While the Lazworld product and service offerings have remained constant they have been fine-tuned to keep current with client needs, industry trends, changes, and best practices. The company combines a mixture of various internet marketing avenues that are 100% custom for each client website they promote. And the company offers internet marketing products and services that include: pay per click, search engine optimization, website analytics, keyword services, online media buying, strategy development, custom consulting, and more. The company has a history of working with Google, Yahoo, and other search engines.

With a strong record of business success and customer satisfaction, Lazworld.com looks back at the past 10 years with pride and looks forward to the next 10 with great anticipation, continuing to forge the path of providing leading internet marketing and website development services for small- to-medium-size business. For more information visit the website at http://www.lazworld.com or phone 1-866-422-8911.

About Lazworld.com Inc.
Lazworld.com was founded in 1998 and offers a suite of leading edge, proven, internet marketing and web development management and consulting services to help you define, develop, improve, expand, and manage an entire online presence. Lazworld.com is one of the oldest and most respected Internet Marketing companies in the world with an impeccable reputation and an extensive list of satisfied clients. For more information visit the website at http://www.lazworld.com.

Contact Information:
David Lazar
President and Founder - Lazworld.com Inc.
Office (732) 280-8069
Fax (732) 280-7635 E-mail
info @ lazworld.com

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